Brokerage and commission tracking software for Indian real estate.

Why brokerage receivables quietly become the biggest asset nobody manages

A mid-sized channel partner in Mumbai closing forty deals a year across six builders is carrying a receivables book worth more than their annual salary bill. It is tracked, almost universally, in one Excel file maintained by one person, reconciled against WhatsApp messages and remembered conversations.

The losses are not dramatic; they are attritional. A tranche that was due on registration and never invoiced. A deal where the agreed rate was 2% but the builder paid on 1.75% and nobody had the original agreement to argue with. A payout that has been outstanding for a hundred and forty days because the person who chases it left in March.

Structuring brokerage as data rather than as a spreadsheet makes each of those visible while they are still fixable. Every booked deal carries its expected brokerage from day one, so a missing invoice is an exception the system raises rather than a gap only an audit would find.

• Expected brokerage attached to every booked deal automatically
• Agreed rate held per builder and per project, with the agreement reference
• Tranche triggers tracked against agreement, registration and possession
• Missing invoices and lapsed tranches surfaced as exceptions

Getting GST and TDS right, because your CA will check

Brokerage is a service, so it attracts GST at 18%, and place-of-supply rules decide whether that is CGST plus SGST or IGST. A partner in Pune invoicing a builder registered in Pune is a different invoice from the same partner invoicing a Bengaluru-registered developer, and getting it wrong means a credit note and an awkward call.

TDS under section 194H applies to commission and brokerage at 2% on the base commission — the rate in force since 1 October 2024, reduced from the previous 5%. It is deducted by the builder before payment, and the certificate reference is the document that lets you claim it. SaudaFlow computes the deduction on the invoice so the expected net receipt is stated up front, and tracks the certificate against the payment so year-end reconciliation is a report rather than an archaeology project.

The export your accountant gets is structured: invoice-wise brokerage, GST split, TDS deducted, certificate references and receipts. Not a shoebox, and not a PDF they have to retype.

One ledger across every builder you work with

Channel partners rarely work with one developer. They run pipelines for five or six, each with a different commission rate, a different tranche structure, a different finance contact and a different idea of how long ninety days is.

A per-builder ledger keeps those separate without keeping them in separate systems. You can see total receivables at a glance, then drill into a single builder to answer the only question that matters in that relationship: what have they paid, what is due, and what is overdue. Where a builder is also running SaudaFlow, deals shared into your pipeline arrive with their attribution attached, which removes the most common cause of a disputed payout.

Internally, the same ledger handles the other direction — what your firm owes its own brokers. Sub-brokerage splits, in-house incentive slabs and team commission all compute from the same booked deal, so a broker's earnings screen and the firm's payable are two views of one number rather than two spreadsheets that drift.

• Receivables by builder, with drill-down to the deal
• Sub-brokerage and in-house incentive computed off the same booking
• A broker's own earnings view, so nobody has to ask accounts
• Attribution carried through from shared leads where the builder is on SaudaFlow

Ageing is the feature that gets you paid

Every brokerage firm knows, in principle, that money is outstanding. Very few can say on a Tuesday morning which builder owes what, since when, and against which deal. That gap is the reason payouts drift from sixty days to a hundred and forty — not because builders refuse to pay, but because nobody is asking with specifics.

The ageing view makes asking easy. Thirty, sixty and ninety-plus buckets per builder, per deal, with the invoice and the tranche trigger attached. When you call the developer's finance team you are not asking a favour; you are quoting an invoice number and a due date, and the conversation lasts four minutes.

Automations can carry it further — a tranche overdue past your threshold notifies the relationship owner and, where you want it, drafts the follow-up. The point is that a hundred-day receivable should be an alert, not something discovered while preparing for a bank meeting.